The word ”feedback” connotes bad news, and so we hesitate giving it, even if our intention is to encourage, develop others and point them to the right direction. It is thus essential to create conditions in which the receiver can take in feedback, reflect on it, and learn from it.

These same conditions also allow us to choose to give feedback in spite of the perceived difficulty we feel inherent in the task. Powerful, high-impact feedback conversations share the following elements –

1. An intention to help a staff grow, rather than to show them where they were wrong. Feedback should increase, not drain, an employee’s motivation. When preparing for a feedback conversation, reflect on what you hope to achieve and on what impact you’d like to have on the employee.

2. Openness on the part of the feedback giver. This is essential to creating a high-quality connection that facilitates change. If you start off feeling uncomfortable and self-protective, your employee will match that energy, and you’ll each leave the conversation frustrated with the other person.

3. Inviting the employee into the problem-solving process. You can ask questions such as, “What ideas do you have?”, or, “What are you taking away from this conversation?”, as well as, “What steps will you take, by when, and how will I know?”

Giving developmental feedback that sparks growth is a critical challenge to master, because it can make the difference between an employee who contributes powerfully and positively to the organization and one who feels diminished by the organization and contributes far less.

A single conversation can switch an employee on — or shut them down. A true developmental leader sees the raw material for brilliance in every employee and creates the conditions to let it shine, even when the challenge is tough.